1. in
B U S iN E S S
Richard Randolph
Community Outreach Director
Manasota SCORE
Richard.ManasotaSCORE@gmail.com
2. Our Journey Today
Why Business Creativity Matters
It’s a Messy Process
The Kano Model
Practical Application (You do it!)
Creativity Meter: 90%!
Ready?
4. Being good in business is the
most fascinating kind of art…
good business
is the best art.
~ Andy Warhol
5. ...intuition
and creativity
are fast becoming the
only
differentiating
factors ~ John Maeda,
President
among competitors. Rhode Island School
of Design
6. Creativity is not
the finding of a thing,
but
making something
out of it after it is found.
~ James Russell Lowell
7. When NASA first started sending up astronauts,
they quickly discovered that ballpoint pens
would not work in zero gravity.
To combat the problem, NASA scientists spent
a decade and $12 million to develop a pen that
writes in zero gravity, upside down, underwater, on
almost any surface, and at temperatures ranging
from below freezing to 300 degrees Celsius.
12. The brain is a
wonderful organ;
it starts working
the moment you
get up in the morning
and does not stop until
you get into the office.
~ Robert Frost
14. The “9 Dots” Activity
Think Outside the
Box
• • •
• • •
• • •
Connect all the dots with no more than four straight lines.
15. The “9 Dots” Activity
Think Outside the
• Box •
•
• • •
• • •
Where is “the box”?
17. “The Squiggle” by Damien Newman
UNCERTAINTY / PATTERNS / INSIGHTS CLARITY / FOCUS
Research Concept Prototype Design
18. It’s a Process!
Two Stages of Creative Thinking
Divergence Convergence
Creativity / Idea Generation Evaluation / Innovation
Often seen as “messy” Viewed as “orderly / logical”
“Agriculture” model “Industrial” model
The gap is important!
21. The Principle of The
Winning Edge
Small improvements in specific areas over time
produce HUGE changes in results.
If you “win by a nose” you collect double the
prize money of the second-place finisher.
+1% = 100%
22. 2008 U.S. Open Golf Tournament – Torrey Pines, La Jolla, CA
1 Tiger Woods 69–71–72–71= 283–71– 4 Payday: $1,350,000
2 Rocco Mediate 72–68–70–73= 283–71–5 Payday: $810,000
23. Small Differences Mean
Big Rewards
How much margin of
victory do you need?
You only need
to win by
“ a nose”
24. The Kano Model
Dr. Noriaki Kano
Professor Emeritus
A technique to classify customer Tokyo Rika University
needs and determine appropriate (1984)
levels of innovation
25. The Kano Model Elements
Must-be Linear
Indifferent Attractive
26. “Must-Be” (Basic) Factors
The ‘table stakes’
The least acceptable
• Absence leads to dissatisfaction
• Satisfying does not create satisfaction –
it merely minimizes dissatisfaction
Examples:
• Toilet rolls in a hotel room.
Zero toilet rolls = unhappy Customer
Three extra toilet rolls = not unhappy,
but not happy
27. Linear – More is Better
‘Performance’ Factors
Consciously evaluated by the Customer
Expressly in their minds when making a purchase decision
• Satisfaction is proportional
• Often ‘stated’ needs
Examples:
• Miles per gallon
• Waiting time in line
28. Indifferent Factors
No Impact on Purchase
Customers just don’t care one way or another
Produces a “so what?” reaction.
30. Attractive (Delighters)
Excitement Factors
Not expected – Absence will not dissatisfy
Presence will delight and increase satisfaction.
Provides unexpected satisfaction – a “ wow! ”
Example:
• Internet access on a plane is not expected
so will not upset if not present, but will delight
if it is.
31. Hands-free Bluetooth calling
Example: Rear View Camera
List the Delighters… Pandora Internet Radio Integration
A recent Honda TV ad featuring three “Delighters”
32. The Kano Model Diagram
Completely Satisfied
Attractive features
delight when present
but produce no
dissatisfaction when
not present
Indifferent
Dysfunctional Fully Functional
Must-be (Basics)
Linear attributes / needs
Satisfying basic needs minimizes
are on their minds when
dissatisfaction. Absence or poor
purchasing and are execution leads to dissatisfaction
consciously evaluated
by the customer
Completely Dissatisfied
33. Kano Model Elements
Must-be Linear Indifferent Attractive
(Basics) (One-dimensional) (Don’t care) (Delighters)
Table Stakes More is better So what? Wow!
Phone answer “On-hold” music “One Click”
Pay on-line
speed shopping
Ambient 24-hour early
Flight Ticket /
Check-in lines background music on-line check-in;
Boarding Pass
Business Lounge
More cell phone
Lower Price
features
Multiple auto-
Lower Interest
function camera
Rate
buttons
Package arrives Faster Package Color of trucks / Same-day
unbroken Delivery uniforms delivery
Not defective Longer Product Automatic, free
in the box Life Span upgrades
34. Kano Model Elements
For A Hotel – Business Client
Must-be Linear Indifferent Attractive
(Basics) (One-dimensional) (Don’t care) (Delighters)
Fast Check-in Price Local Newspaper Fitness Center
Fast Check-out Location Phone in room Swimming Pool
Wireless Internet Restaurant Covered parking Jacuzzi
Comfortable bed Quality of Towels Multi-color linens Cable / HBO
Quick breakfast Room size “Office” Space
TV in room Size of TV Brand of Control Big-Screen TV
Toilet Rolls in Quality of paper Hotel Staff Free Valet Parking
room Uniforms
35. Kano Model Elements
For The Same Hotel – Vacation Client
Must-be Linear Indifferent Attractive
(Basics) (One-dimensional) (Don’t care) (Delighters)
Location Price Local Newspaper
Swimming Pool Fitness Center Phone in room Wireless Internet
Wireless Internet Restaurant Covered parking
Comfortable bed Quality of Towels “Office” Space
Room size Free Valet Parking
Cable TV / HBO Fast Check-in Hotel Staff Big-Screen TV
Uniforms
Toilet Rolls in Fast Check-out
room
Restaurant Continental
Breakfast
36. Your Turn!
List the Kano Model Elements
for Your Own Organization
Must-be Linear Indifferent Attractive
(Basics) (One-dimensional) (Don’t care) (Delighters)
37. Attractive Basic
The innovations of yesterday
become the hygiene factors of tomorrow.
38. If it’s not done well
it could have the
opposite effect!
39. Money – How to Lose it; How to Make it
Must Be – where money is lost!
“A market is never saturated with a good product,
but it is very quickly saturated with a bad one.”
~ Henry Ford
Attractive – where money is MADE!
“If I had asked people what they wanted,
they would have said faster horses.”
~ Henry Ford
40. A lot of times, people
don't know what they want
until you show it
to them.
~ Steve Jobs
Business Week
41. Strategies
Must Be’s – fulfill 100% – first priority
Exciters/Delighters – differentiate
Linear – Position for profit
42. Strategies –
New Products and Services
Must-be (Basics) – Be sure to match competition
Exclude these at your peril – but don’t overdo them!
Linear (One-dimensional) – Each one adds greater value
Try for several
Indifferent – you don’t need them
Minimize or eliminate
Attractive (Delighters) – Key differentiators
Emphasize / Market
43. Where to Look for Ideas
Category Look to…
• Competitors
Must Be • Customer Complaints / Lost Sales
• Sales Force Feedback
• Competitor Advertising
• Customer Complaints
Linear • Customer Requests
• Sales Force Feedback
• Customer Comments
Indifferent • Customer Expectations / Specifications
• Price Resistance
• Customer Complaints
Attractive • “Lead Users”
• “Innovators” and “Early Majority”
45. Every good product I’ve ever seen
is because a group of people cared
deeply about making something
wonderful they and their friends
wanted.
They wanted to
use it themselves.
46. The best way to
have a good idea
is to have a
lot of ideas.
~ Dr. Linus Pauling
48. How-To
Follow Up
Customers – VOC Voice of the Customer
• Complaints
• Suggestions
Those who did NOT buy from you
Sales Force
Internal
Competitive Analysis
New Opportunities
Gaps
New wants / needs
49. Strategies
Distort time
Make waiting in lines fun
Help people solve problems
Rescue Me!
(Get people back on track)
Make the first experience fun
51. Tactics
Personalize and Customize
name
Use their – welcome back,
remember preferences
Customers will remember you if you can
remember their name
52. A person’s name
is to that person
the sweetest and
most important
sound in any
language. —Dale Carnegie
53. Action Tips
There are few things customers talk about
more than a pleasant surprise
Design matters!
Your customers are a great resource
54. People will forget
what you said,
they will forget
what you did,
but they will
never forget
how you ~ Maya Angelou
make them feel .
55. Why This Matters to You
Attract new Customers
Increase your ‘wallet share’
Increase their purchase frequency
Increase spontaneous referrals
Block competition
57. Don't worry about people
stealing your ideas. If your
ideas are any good, you’ll have
to ram them down
people’s throats.
~ Howard Aiken
58. The true sign
of intelligence
is not knowledge
but
imagination
59. Here's to the crazy ones, the misfits, the rebels, the
troublemakers, the round pegs in the square
holes... the ones who see things differently –
they're not fond of rules... You can quote them,
disagree with them, glorify or vilify them, but the
only thing you can't do is ignore them because they
change things... they push the human race forward,
and while some may see them as the crazy ones,
we see genius, because the ones who are crazy
enough to think that they can change the world, are
the ones who do.
~ Steve Jobs
62. in
B U S iN E S S
Richard Randolph
Community Outreach Director
Manasota SCORE
Richard.ManasotaSCORE@gmail.com
Notas del editor
When business is regarded as an artistic endeavor, it has the same potential as an art piece to challenge and impact every aspect of our lives. And to win and hold the public’s interest, just as any art form does, a business must be technically well-executed, as well as imaginative and engaging at the same time.
The Kano Model of Customer (Consumer) Satisfaction classifies product attributes based on how they are perceived by customers and their effect on customer satisfaction. These classifications are useful for guiding design decisions in that they indicate when good is good enough, and when more is better.
there is a basic level of quality (“Must Be” )that customers assume the product will have. For example, all automobiles have windows and tires. If asked, customers don’t even mention the basic quality items, they take them for granted. However, if this quality level isn’t met the customer will be dissatisfied; note that the entire “Basic Quality” curve lies in the lower half of the chart, representing dissatisfaction. However, providing basic quality isn’t enough to create a satisfied customer.Threshold (or basic) attributes are theexpected attributes or “musts” of aproduct, and do not provide anopportunity for product differentiation.Increasing the performance of theseattributes provides diminishing returnsin terms of customer satisfaction,however the absence or poorperformance of these attributes results inextreme customer dissatisfaction. An example of a threshold attribute would be brakes on a car.
The expected quality (“More is Better”) line represents those expectations which customers explicitly consider. For example, the length of time spent waiting in line at a checkout counter. The model shows that customers will be dissatisfied if their quality expectations are not met; satisfaction increases as more expectations are met.
The exciting quality curve lies entirely in the satisfaction region. This is the effect of innovation. Exciting quality represents unexpected quality items. The customer receives more than they expected. For example, Cadillac pioneered a system where the headlights stay on long enough for the owner to walk safely to the door.Excitement attributes are unspoken and unexpected by customers but can result in high levels of customer satisfaction, however their absence does not lead to dissatisfaction. Excitement attributes often satisfy latent needs – real needs of which customers are currently unaware. In a competitive marketplace where manufacturers’ products provide similar performance, providing excitement attributes that address “unknown needs” can provide a competitive advantage. Although they have followed the typical evolution to a performance then a threshold attribute, cup holders were initially excitement attributes.